Chief Executive Officer Role Profile

CHIEF EXECUTIVE OFFICER

ROLE PROFILE

September 2015

INTRODUCTION

Barts Health was established in 2012 following a merger of three former organisations and is the largest NHS Trust in England. It incorporates five hospitals in East London and the City (Whipps Cross, Newham, The Royal London, St Bartholomew's and Mile End) together with community health services for the London Borough of Tower Hamlets. With a turnover of more than £1.3 billion and 16,000 staff, the Trust is committed to delivering high quality and effective patient care to a diverse population of 2.5 million people who rely on it for both general and highly specialist services.

Three of the hospital sites offer full 24 hour, 7 day a week emergency care. The Trust also delivers specialist and tertiary care, including Trauma, Cardiovascular, Cancer, Renal and Neurosciences. Earlier this year the Trust opened the new Barts Heart Centre at St Bartholomew’s Hospital, combining services from St Bartholomew's, The London Chest and The Heart Hospitals. Over the course of a year the Trust conducts over 50,000 operations, delivers over 15,000 babies, treats 450,000 people in its Accident and Emergency (A&E) Departments and sees around 1.4 million outpatients. The Trust’s contribution to the local economy is vital to east London’s population – Barts Health sits at the heart of the local communities.

The Trust works closely with a wide range of partner organisations, including commissioners, GPs, local authorities and the medical school at Queen Mary University of London. Furthermore, the Trust is a key member of UCL Partners, one of Europe’s largest academic health science partnerships, allowing it to implement improvements in healthcare at scale and pace for patients.

The Trust’s ambition is for east London to have health services in which everyone in the community can take pride. These services reach beyond the Trust’s hospitals to provide care where it is needed most: at home, in local neighbourhoods or in special facilities across the area. Outstanding research, learning and development and a commitment to safety, quality and innovation will allow Barts Health to transform the health of the population and substantially reduce the significant inequalities in health which are prevalent in east London.

The Trust has experienced significant challenges in a number of areas which resulted in it being placed in special measures by the NHS Trust Development Authority (NHS TDA) in March 2015. These include:

 Quality - significant concerns were identified by the Care Quality Commission (CQC) in their inspections of Whipps Cross, Newham and The Royal London Hospitals in late 2014 and early 2015, resulting in ‘Inadequate’ ratings in each case.  Delivery – the Trust reported a financial deficit of £79.6 million in 2014/15 and is forecasting a deficit of £134.9 million in the current financial year. Emergency care performance across two of the Trust’s three acute sites has been challenging and it has experienced significant issues with data quality impacting on its ability to publish reliable statistics on how quickly it is seeing patients on its waiting lists.  Sustainability - there is a need to develop and agree a long-term plan for clinical and financial sustainability within the context of a challenged local health economy. The Trust is participating in a local programme, ‘Transforming Service Together’, which brings together providers, commissioners and other partners in the local health system to develop a strategic plan for the delivery of health services in east London.

The improvement journey has already begun with the agreement of a comprehensive improvement plan, Safe and Compassionate, focused around the following priorities:

 Safe and effective care  Workforce  Outpatients and medical records  Emergency pathway and patient flow  Compassionate care and patient experience  End of life care  Leadership and organisational development

There is a great deal to do to deliver the necessary improvements for our patients. The Trust Board believes strongly that the momentum already built can be maintained and accelerated further to improve staffing and morale, to raise standards, and embed clinical governance systems and processes across the Trust.

As part of the Trust’s improvement plan, leadership of the hospital sites has been strengthened recently with the appointment of dedicated Hospital Management Teams - including a Managing Director, Medical Director and Director of Nursing for each of the main sites – accountable for day- to-day delivery on the site. Alongside these changes, the Board has agreed a revised corporate directorate structure to support delivery of operational performance and strategic planning.

1. ROLE DETAILS

Role Title: Chief Executive Officer

Grade: VSM

Location: Barts Health NHS Trust

Accountable to: Chair and Board of Barts Health NHS Trust

2. ROLE PURPOSE

The Chief Executive will be responsible for ensuring the success of the Trust as a whole, providing leadership and strategic management across all aspects of the Trust’s activities with the aim of ensuring that effective and efficient healthcare services of the highest quality are delivered within available resources.

In driving the organisation forward, the CEO will engage effectively with NHS and other partners in London and in the local healthcare economy. They will provide high level strategic leadership and management to the whole organisation with a focus on high standards of patient safety, clinical quality and patient care along with efficient and effective use of resources. The CEO will represent the Trust in a wide range of stakeholders across the health economy and wider health and social care systems.

The CEO is a member of the Trust Board and will work with the Chair to ensure that Trust business is conducted efficiently and that effective governance processes are in place.

The Chief Executive will be expected, among other responsibilities, to:

 Develop and maintain a strategic vision for the Trust, to improve patient services taking account of national, regional and local health objectives and policies and agree with the Trust Board, and keep under review, the most effective organisational structure, maintaining mechanisms for the proper involvement of staff in decision making;

 Create an appropriate climate, both internally and externally, to enable the Trust to achieve its service and financial objectives and provide a strong and respected voice for the Trust in the local health economy;

 Work in partnership with staff at all levels to create a working environment that is professionally and personally rewarding with high levels of staff engagement;

 Direct all the Trust’s activities to achieve the most efficient and effective provision of healthcare to the highest quality within the resources available and, with the particular support of the Chief Medical Officer and Chief Nurse Officer to ensure the positive and effective implementation of clinical governance;

 Build effective partnerships with the key stakeholders of health and social care and other relevant representatives of patients and carers. The Chief Executive will also need to develop and maintain effective relationships with the Board, in particular Non-Executive Directors;

 Lead efforts to improve the quality and accessibility of services to patients and establish systems for evaluation and improving quality in the delivery of services while ensuring that the Trust’s legal and statutory obligations are fulfilled;

 Present the Trust effectively in dealing with the media, with the aim of building a positive external image of the Trust;

 Develop policy to ensure that the operational objectives arising are appropriate, deliverable and in line with the strategic direction of the Trust and ensure that the Trust’s financial policies are implemented and there are clear and effective arrangements for their monitoring and control;

 Ensure that the Trust actively supports and promotes research development and teaching;

 Ensure all complaints are properly investigated and dealt with promptly in accordance with NHS Regulations and guidance;

 Ensure the organisation complies with statutory Health and Safety legislation and promote a positive safety culture for the users of the service together with a safe, honest and transparent working environment for staff;

3. DIMENSIONS

The turnover of the Trust is £1.3 Billion and operates with an establishment of around 16,000.

Budgetary: Full accountability for the Trusts resources, operational and corporate budgets

Manages: Executive Directors of the Trust Board and other direct reports

Located: Trust Headquarters, but with a Trust-wide remit

4. KEY RESULT AREAS

a. Leadership

 Provide the highest level of visible strategic and operational leadership to the running of the organisation ensuring that quality and patient safety are at the heart of the organisation.

 In conjunction with the Chair, represent the organisation to patients, suppliers, government, fellow NHS bodies, regulators, the media and wider stakeholders.

 Provide leadership for the Trust’s organisational development programme ensuring that the aspiration for Foundation Trust status are realised, and effective cultural change supports this.

 Lead the Executive Directors and senior management team in the management of the Trust.

 Manage the performance and contribution of all members of the senior management team in the fulfilment of their duties and responsibilities, ensuring performance reviews are undertaken regularly and appraisals annually, so that individuals are held to account for delivery.

 Make recommendations on remuneration policy, executive remuneration and terms of employment of the senior management team, to the Remuneration Committee.

 Provide a means for timely and accurate disclosure of information, including an escalation route as required. b. Operational

 Develop the Trust’s strategy and objectives having regard to the Trust’s overall mission and values, its responsibilities to patients, staff, commissioners, and regulators and other stakeholders (as well as future governors / members once Foundation Trust status has been achieved) and constitutional obligations. Ensure that strategies and objectives are communicated clearly and consistently to both internal and external audiences.

 Design and deliver a rolling five year integrated business plan, annual budgets and capital programmes, ensuring their achievement following the approval of the Trust Board.

 Deliver the strategies and objectives set by the Board.

 Ensure clinical and service standards are set and met.

 Ensure patient safety is embedded in the culture of the organisation.

 Ensure key performance standards and measures are identified including those relating to performance, quality, service, care, audit, workforce, financial and budget are monitored and reported appropriately.

c. Workforce

 Lead, manage, and motivate members of the Trust’s executive directors and senior management team;

 Develop effective working relationships and communications with staff and ensure staff are engaged, motivated, developed, supported and respected;

 Promote and maintain harmonious and productive working relationships with recognised trade unions, professional bodies and staff representatives;

 Act as equality and diversity champion – both as an employer and provider of services, ensuring that equity of opportunity and access policies and procedures are in place and promoted. d. Governance

 Fulfil the obligations of Accountable Officer, in accordance with the requirements of that appointment.

 Fulfil duties and responsibilities in line with Trust Standing Orders and Standing Financial instructions, report in an accurate and timely fashion on all relevant issues to the Trust Board;

 Hold ultimate responsibility for the Trust’s clinical governance and standards of clinical care and ensure that appropriate assurances and management processes are in place to fully comply with regulatory requirements;

 Ensure effective mechanisms are in place to implement systems and monitor organisational learning from serious untoward incidents arising within the Trust and that learning is adopted from relevant national reports;

 Ensure all statutory and corporate duties are discharged, with appropriate controls in place;

 Develop, and following approval by the Trust Board, implement appropriate policies, covering all aspects of the Trusts operations and ensuring that all such policies are followed and conform to the highest standards. e. Corporate Responsibility and Governance As a member of the Executive Team, contribute to the key business decisions of the organisation and to contribute to the development, communication and promotion of corporate core purpose, vision, mission and values.

f. Equality and Diversity Actively ensure that the organisation is meeting its statutory responsibilities in respect of equality and diversity. g. Personal and Staff Development h. Other Responsibilities

Major Change and Transformation

To deliver major change in a very large, complex organisation while ensuring strong operational and financial performance, external stakeholder support, and high level of leadership and staff alignment and support across the organisation. i. On Call

To take part in the Trust gold on-call rota and provide practical leadership, advice and guidance during specific periods. j. COMMUNICATIONS AND WORKING RELATIONSHIPS

 Ensure that the Trust has an effective and robust communications strategy both internally and externally in order to promote positive images of the service and to engage staff at all levels;

 Promote and maintain harmonious and productive working relationships with the recognised trade unions, professional bodies and staff representatives and staff governors;

 Promote public understanding of the Trust’s vision, mission, values, strategic objectives, policies and services.

Internal: Chief Executive Officer and all Executive Team colleagues, Non-Executive Directors Clinical Academic Group Directors, Site Managing Directors, Senior Clinicians and Managers, all Staff and Staff Representatives.

Other NHS: Other NHS Trusts, Commissioners, GPs, Local Authorities, UCL Partners and the Medical School at Queen Mary University of London

External: TDA and CQC, Department of Health, Charities, other educational bodies, local authorities, voluntary sector and patient groups. k. ADDITIONAL INFORMATION

6a. Professional Standards

As an NHS Manager, you are expected to follow the Code of Conduct for NHS Managers (October 2002) www.nhsemployers.org/~/media/Employers/Documents/Recruit/Code_of_conduct_for_NHS_mana gers_2002.pdf. All staff employed in recognised professions are required to ensure they work to the professional standards and/or Codes of Practice set out for their professional group.

6b. Equal Opportunities and Dignity at Work

It is the aim of Barts Health NHS Trust to ensure that no job applicant or employee receives less favourable treatment on the grounds of race, colour, creed, nationality, ethnic or national origin, sex, marital status or on the grounds of disability or sexual preference, or is placed at a disadvantage by conditions or requirements which cannot be shown to be justifiable. Selection for training and development and promotion will be on the basis of an individual's ability to meet the requirements of the job. To this end Barts Health NHS Trust has an Equal Opportunities Policy and it is for each employee to contribute to its success. All staff should treat other staff, patients and the public with dignity and respect.

6c. Appraisal

All staff will actively participate in an annual Appraisal process. All staff should have a personal/professional development plan and in conjunction with their manager, should actively determine and pursue agreed training and development needs and opportunities.

6d. Safeguarding

Barts Health NHS Trust is committed to safeguarding and protecting children and vulnerable adults. All health employees have responsibility for safeguarding and promoting the welfare of children and young people in accordance with "Working Together to Safeguard Children" HM Gov 2006. This applies to employees with both direct and indirect contact with children and families.

Employees who do not provide specific services for children and families or vulnerable adults require basic knowledge of their responsibilities to identify and refer concerns appropriately. All employees must undertake training in safeguarding children and vulnerable adults but will have different training needs to fulfil their responsibilities depending on their degree of contact with vulnerable groups and their level of responsibility.

6e. Confidentiality and Data Protection

Employees will have access to confidential information and will be required to ensure that the highest level of confidentiality is maintained at all times, adhering to all policies relating to confidentiality.

Employees are required to obtain, process and/or use person identifiable information in a fair and lawful way. The use of such information is governed by the Data Protection Act 1998 (DPA) and includes both manual and electronic records. Staff are expected to hold data only for the specific registered purpose and not to use or disclose it in any way incompatible with such purpose, and to 9

disclose data only to authorised persons or organisations as instructed, in accordance with the Data Protection Act 1998.

6f. Access to Health Records

All staff who contribute to patients’ health records are expected to be familiar with, and adhere to Barts Health NHS Trust’s Records Management Policy. Staff should be aware that patients’ records throughout Barts Health NHS Trust will be the subject of regular audit. In addition, all health professionals are advised to compile records on the assumption that they are accessible to patients in line with the Data Protection Act 1998. All staff that have access to patients’ records have a responsibility to ensure that these are maintained and that confidentiality is protected in line with Barts Health NHS Trust Policy.

6g. Health and Safety

All staff are required to comply with the requirements of the Health and Safety at Work Act and other relevant health and safety legislation and Barts Health NHS Trust Policies and Procedures. All staff are required to make positive efforts to promote their own personal safety and that of others by taking reasonable care at work, by carrying out requirements of the law or following recognised codes of practice and co-operating with safety measures provided or advised by Barts Health NHS Trust to ensure safe working.

Managers are responsible for implementing and monitoring any identified risk management control measures within their designated area/s and scope of responsibility. In situations where significant risks have been identified and where local control measures are considered to be potentially inadequate, managers are responsible for bringing these risks to the attention of the appropriate Committee if resolution has not been satisfactorily achieved.

All staff must ensure that waste produced within Barts Health NHS Trust is disposed of in such ways that control risk to health, or safety of staff and the public alike in accordance with relevant legislation and procedures contained within the policy.

6h. Infection Control

Barts Health NHS Trust has made a public commitment to make healthcare associated infection a visible and unambiguous indicator of the quality and safety of patient care and work towards reducing it. All Directors and staff will demonstrate their ownership of, and their support, to this goal through management and corporate action.

6i. No Smoking Policy

There is a no smoking policy in operation in Barts Health NHS Trust. In accordance with this policy smoking is positively discouraged and is not permitted in any areas.

l. REVIEW OF RESPONSIBILITIES AND DUTIES

This role profile is not an exhaustive list of duties, but is intended to give a general indication of the range of work undertaken and will vary in detail in the light of changing demands and priorities

within the organisation. Substantial changes in the range of work undertaken will be carried out in consultation with the role holder.

m. CQC FIT AND PROPER PERSONS TEST (FPPT)

All NHS Directors are expected to comply with the Fit and Proper Persons Test, and this post will be subject to all the relevant checks contained within the regulations relating to FPPT.

n. VALUES OF OUR ORGANISATION

All candidates and role holders are expected to help us live our values in order to deliver the high standards of care.

The Barts Health vision and values were developed with staff, patients and stakeholders, and define the way we are perceived as individuals and as an organisation. They set out how we expect staff to behave, what we believe in and what we aspire to.

Our vision

Our ambition is for east London to have health services in which we can all take pride. These services will reach beyond our hospitals and provide care where it is needed most – at home, in our communities, or in specialist facilities across the boroughs. Outstanding research, a commitment to learning and improvement, and a focus on partnership, will allow Barts Health to succeed. Success will see the health of the population transformed and inequalities in health reduced substantially. This commitment is what defines our organisation and our values.

Our values

Our core behaviors set out how all of us will work, regardless of the role we hold in the organisation. These behaviors, consistently carried out, will embed the Barts Health values in our everyday working lives, and support delivery of our vision to change lives.

Value: Caring and compassionate with patients, each other and our partners.

At Barts Health, we champion dignity, compassion and respect, putting the individual at the heart of all decisions, striving to get it right for every person, every time. Our behaviors:

 Welcoming and courteous  Dignity and respect  Humanity and kindness  Meet basic needs

Value: Actively listening, understanding and responding to patients, staff and our partners.

Engagement and involvement is essential in making improvements. We engage our staff and patients to achieve; better patient and staff experiences, fewer mistakes and better clinical outcomes

Our behaviors:

 Listen and involve  Understand and respond  Engage with others  Open and honest

Value: Relentlessly improving and innovating for patient safety.

We support and challenge ourselves and others to do better. Being average isn’t good enough, we strive for excellence. We believe we can always do better. Our behaviors:

 Get things right  Try new ideas  Improve through learning  Strive for excellence

Value: Achieving ambitious results by working together.

We all need to understand the big health issues facing our population and use every opportunity to promote good health. Working as a cohesive team across Barts Health, we recognise the importance of partnership in achieving success, be that with staff, patients, communities, or any other partners to achieve life changing results. Our behaviors:

 Personal responsibility  Team working  Promote good health  Courage to speak up

Value: Valuing every member of staff and their contribution to the care of our patients.

Whether a staff member has a clinical or non-clinical role, is involved in direct patient care or is undertaking a supporting function (e.g. finance, information technology, estates, human resources) everyone at Barts Health is making an important contribution to patients’ experiences. Ensuring staff are appropriately trained, feel valued and empowered to make decisions in the best interest of 12

patients is vital. Our behaviors:

 Appreciate colleagues  Develop others  Build trust  Fairness and equality

PERSON SPECIFICATION

ROLE Chief Executive Officer BAND

DEPARTMENT Corporate

Essential = E E or D Application Interview Desirable = D form

Qualifications Educated to degree level E

Further professional or management qualification E

Experience At least five years’ experience in a very senior E position and experience as leadership and strategic management at Board level in an NHS Teaching Trust or similar complex organisation;

Solid track record of effectively managing E considerable resources and budgets, with experience of delivering long term financial sustainability and outstanding value for money;

Proven experience of leading complex, E transformational change and modernisation programmes aimed at raising organisational performance across organisational boundaries;

Evidence of building and leading successful and E effective teams within a large, complex organisation;

Experience of undertaking sensitive negotiations and E managing commercial contracts and major investment programmes to maximise the benefits and outcomes for an organisation;

Considerable experience of running a patient and E customer focussed business with emphasis on productivity and efficiency, driving an organisation to meet all financial and clinical performance targets;

Evidence of significant experience of presenting an E organisation to external stakeholders and partners, enhancing its reputation and profile for the benefit of the community it serves, within a demanding political and stakeholder environment.

Knowledge Excellent knowledge of NHS, current Government E policies and change programmes;

Considerable knowledge of the local health E community and the specific requirements for the population of East London;

Direct experience or strong understanding of E foundation trust status, with a particular emphasis on governance, the commercial freedoms and opportunities afforded to healthcare providers.

Skills Innovative, entrepreneurial and politically astute E with strong commercial acumen, exceptional communication, interpersonal, negotiating and influencing skills

Ability to think and act strategically and to articulate E a clear sense of direction and vision to a wide audience balanced with an ability to ensure the organisation focuses on strong delivery.

Ability to build effective relationships with a range of E internal and external stakeholders including with clinicians with the capability to inspire confidence with key partners.

Demonstrable leadership and ambassadorial skills E with significant evidence of a flexible leadership style – consensual and participative but clear and decisive when appropriate.

Attributes Brings energy, dynamism and creative problem E solving skills, with a commitment to respecting, valuing and developing people.

Ensure financial management and corporate E governance systems are in place and are sufficiently robust to ensure the Trust meets its objectives and report on performance in accordance with legal and regulatory requirements.

Ensure a highly effective framework is in place to E deliver the QIPP schemes for the organisation.

Build effective collaborations and partnership with E other members of the health economy locally and across London.

Examine investments, major capital expenditure E proposals, and commercial partnerships and joint ventures propositions and make appropriate recommendations to the Trust Board.